Research Synthesis Connecting Trends in Architecture, Engineering, and Construction Project Partnering

Sparkling, Anthony E.; Mollaoglu, Sinem; Kirca, Ahmet H.

doi:10.1061/(asce)me.1943-5479.0000481

Cited by 24 publications

(31 citation statements)

References 71 publications

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“…However, the participants have a common goal, which is to complete the construction tasks within budget limitations and before the deadline [16,17]. Contactors are the main performers and finishers of construction tasks.…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

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The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior

2017

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Abstract:Transformational leadership has drawn extensive attention in management research. In this field, the influence of transformational leadership on employee performance is an important branch. Recent research indicates that organizational citizenship behavior plays a mediating role between transformational leadership and employee performance. However, some of these findings contradict each other. Given the background where greater attention is being paid to transformational leadership in the construction industry, this research aims to find the degree of the influence of transformational leadership on employee sustainable performance, as well as the mediating role of organizational citizenship behavior. A total of 389 questionnaires were collected from contractors and analyzed via structural equation modeling. The findings reveal that employee sustainable performance is positively influenced by transformational leadership. In addition, more than half of that influence is mediated by their organizational citizenship behavior. These findings remind project managers of the need to pay close attention to transformational leadership, to cultivate organizational citizenship behavior, and thereby to eventually improve employee's sustainable performance.

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Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

“…Many findings reveal that transformational leadership has a positive and important effect on employee job performance [7,16,36,37]. Due to the openness, complexity, and challenges presented by many projects, transformational leadership is advocated [38,39].…”

Section: The Relationship Between the Above Two Conceptsmentioning

confidence: 99%

The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior

2017

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“…Project Partnering ensures early goal alignment of key project parties and shared responsibility of outcomes through joint governance (Lahdenperä, 2012). Consequently, partnering improves team outputs such as greater commitment towards the project goals, open information sharing, and more frequent and effective communication between the parties (Sparkling et al, 2016), all leading towards improved SMM. Lean Construction, on the other hand, offers a number of different applications -such as Last Planner System (LPS) and Target Value Design (TVD) -aiming for improved value and reduced waste of time, effort, and resources in projects (Forbes and Ahmed, 2011) and encourages all parties to collectively define the project (Koskela et al, 2002).…”

Section: Discussionmentioning

confidence: 99%

Shared Mental Models and Inter-organizational AEC Project Teams

Shafique

Mollaoglu-Scott

2020

EPOJ

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Shared Mental Models (SMM) is a well-established concept in cognitive psychology with strong links to team performance. Despite the extensive body of research in this area, the literature still presents varied perspectives and definitions for the SMM construct. Also, SMM empirical studies are limited to mostly the investigations of small disciplinary teams and are underutilized for inter-organizational project teams, such as those in the Architecture Engineering and Construction (AEC) industry. This study presents a detailed review of SMM literature resulting in a comprehensive framework and discusses the implications of SMM on AEC project teams, making a case for integrated project delivery. The study contributes to the body of knowledge by providing a theoretical lens of SMM through which to analyze the AEC literature related to project delivery processes.

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“…Guided through the application of a meta-analytic approach, Sparkling et al [22] explored research trends in architecture, engineering, and construction project partnering over the last three decades. The study found that success in partnered-projects was attributed to (1) establishing partnering workshops, (2) mutual goals and objectives effectively communicated, and (3) team-building sessions.…”

Section: Need For Further Researchmentioning

confidence: 99%

Analysis of Key Failure Factors in Construction Partnering—A Case Study of Taiwan

Chen

Merrett

et al. 2019

Sustainability

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Construction partnering is commonly touted as a win-win arrangement for project owners and contractors alike. The failure or success of construction partnering arrangements is contingent upon a multitude of influences, many of which can be controlled through careful planning and active project management. This study examines the key failure factors (KFFs) of construction partnering projects based on data collected from a survey of industry professionals in Taiwan. Methods: Factor analysis is performed using data gathered from a survey of industry practitioners operating in Taiwan to identify KFFs and better understand the level of significance of each factor. A total of 15 failure variables (FV) were included in the survey. This study applied Principle Components Analysis to classify groups of crucial FV relevant to construction partnering based on their relative perceived contribution to project failure. Study results confirm that there are four KFFs to partnering failure in construction projects; they are absence of agility, collaboration barriers, partnering barriers, and organizational management barriers. The biggest influencer on partnership failure in construction projects is the association between absence of agility and organizational management barriers, while the next most significant is the relationship between collaboration barriers and partnering barriers. Avoiding failure of construction partnering requires careful planning and management considerations of the four KFFs found.

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Research Synthesis Connecting Trends in Architecture, Engineering, and Construction Project Partnering

Cited by 24 publications

References 71 publications

The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior

The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior

Shared Mental Models and Inter-organizational AEC Project Teams

Analysis of Key Failure Factors in Construction Partnering—A Case Study of Taiwan

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